2026-06-29T21:08:43Zhttps://riubu.ubu.es/oai/request

oai:riubu.ubu.es:10259/42112021-11-02T12:04:24Zcom_10259_3830com_10259_5086com_10259_2604col_10259_4210

Acebes, Fernando Pajares Gutiérrez, Javier Galán Ordax, José Manuel López Paredes, Adolfo 2016-08-31T08:33:35Z 2016-08-31T08:33:35Z 2013-03 1877-0428 http://hdl.handle.net/10259/4211 10.1016/j.sbspro.2013.03.027 In this paper, we propose an innovative and simple graphical framework for project control and monitoring, to integrate the dimensions of project cost and schedule with risk management, therefore extending the Earned Value methodology (EVM). EVM allows Project managers to know whether the project has overruns (over-costs and/or delays), but project managers do not know when deviations from planned values are so important that corrective actions should be taken or, in case of good performance, sources of improvement can be detected. From the concept of project planned variability, we build a graphical methodology to know when a project remains “out of control” or “within expected variability” during the project lifecycle. To this aim, we define and represent new control indexes and new cumulative buffers. Five areas in the chart represent five different possible project states. To implement this framework, project managers only need the data provided by EVM traditional analysis and Monte-Carlo simulation. We also explore the sensitivity of the methodology to control variables. eng http://creativecommons.org/licenses/by-nc-nd/3.0 info:eu-repo/semantics/openAccess Attribution-NonCommercial-NoDerivs 3.0 Unported Earned Value Management risk management project control and monitoring Beyond earned value management: a graphical framework for integrated cost, schedule and risk monitoring info:eu-repo/semantics/conferenceObject